Leaders ViewPointe

Don't Settle For Something Less Than The Possible - Part 1

"I have discovered that the successes of my life depend greatly upon my commitments and the failures are directly influenced by my compromises!" - Steven Iwersen

Bertrand Russell, the British philosopher, thought that most men and women would consider life to be "a long second best" because of an ongoing compromise between the ideal and the possible.  I would agree that the majority of our disappointment is the result of compromise.  But I do not believe that it is somewhere caught between the ideal and the possible.  The real compromise is settling for something less than the possible!

We all have our ideals.  Sometimes they are a great measure different than what is possible.  We may set our standards for something that is ideal; and in the striving to reach that level discover that what is possible is in reality two or three notches below the ideal.  We can become discouraged and defeated in our minds - believing that we'll never be able to reach the ideal.  This is the most dangerous point.  If we give up on what is possible and settle for something that is less - that is the compromise that ushers us into the second best.

Compromise is the opposite of commitment!  It disintegrates the possibilities.  What can be a reality in life falls victim to a false belief that it can't be achieved - so why try.  When we surrender our commitments to the conditions of compromise we settle for less than what is possible.  And I can guarantee you that the results will include: dissension, disappointment and discontent.

Leaders ViewPointe:

• Don't settle for second best.
• Keep your focus on what is possible.
• Your success today depends on the strength of your commitments.

Part Two of this conversation about commitments will reveal a simple way to build your personal resolve.  In the mean time, click on the title above and share your thoughts about how compromise impacts your leadership environment.

A Disney View On What It Takes To Succeed

"The secret to making dreams come true?  Curiosity, confidence, courage, and constancy."  - Walt Disney

Dreams, goals, ambitions, objectives and challenges.  It doesn't matter what you call them.  The things that stir our thoughts, keep us awake during the day and inspired while we sleep, demand some kind of action.  Dreams, the kind that prompt us to be more than we currently are, stretch us to a place of discontent.  We cannot go back to existing like we always have.  Once sparked by an idea or desire, we are drawn into a grand scheme and feel a compulsion to do something about the dream.

Sadly, many people only dream and then foolishly hope for it to magically come true.  That may be because of misleading inspiration, such as:

When you wish upon a star, makes no difference who you are
Anything your heart desires will come to you

If your heart is in your dreams, no request is too extreme
When you wish upon a star as dreamers do

Like a bolt out of the blue, fate steps in and sees you thru
When you wish upon a star, your dreams come true

Wishing is fun; but dreams only come true when you take the right actions that move you closer to the reality.  Take a closer look at Walt's success philosophy and see how it fits your current dreams.

Curiosity - This is where dreams begin.  This is the proverbial "drawing board."  Every invention, modern or antiquated, is the product of curiosity.  For every new convenience you and I enjoy, some one has dared to ask, "I wonder what would happen if..."  And the dream begins.  Your path to new solutions and exciting adventures begins in that exhilarating moment when you shift your thinking from critical mentality to creative possibilities!  Go ahead, ask what could be. 

Confidence - Confidence is trust and hope.  The conductor of a train was walking through the passenger cars collecting tickets.  He happened upon the Supreme Court Justice Oliver Wendell Holmes Jr.  The Justice could not find his ticket and became very upset.  He looked through all his pockets and bags.  No ticket.  He emptied his wallet.  No ticket.  The conductor tried to ease the situation, "Sir, don't worry.  I know who you are and I know that when you reach your destination the ticket will be found.  You can mail it to us."  His kind words did not comfort the Justice.  In fact, he seemed to be more agitated then before.  And he replied, "My good man, my problem is not - where is my ticket? The problem is where am I going?"

Confidence is the trust that you know where to go and the hope that you will arrive!  To make dreams come true you need to have confidence in your self, your abilities, and in other people who can help you get where you hope to go. 

Courage - This is  what makes the dreamers become the doers.  Courage is the ingredient that gets dreams off the drawing board.  What good would Walt Disney's dreams and sketches of Snow White & the Seven Dwarfs be today if he had not tried to put them on the big screen?  No one else had ever attempted such a risky venture.  While Hollywood called out "Lights, Camera, Action!" he had the courage to act on his belief.  Dreams + Courage = Action!

Constancy - It is not a new concept.  The winners in life are not always the people who can sprint to the front of the line.  Most often the winners are those who don't give up.  You can count on set backs and delays.  Sometimes you have to go back to the drawing board.  The adjustments you make to the little things along the way are what eventually produce the bigger picture.  Your dream may take a while to come true -- make sure it is a dream worth your life time!

Leaders ViewPointe:

• Which element of Disney's "secret" do you feel is your strength - Curiosity, Confidence, Courage or Constancy?  Why do you believe that is your strength?
• Which one of these dream builders do you need to "animate" because it gets pushed aside when things get hectic?  What will you do to keep this in motion?
• Remember: All four must be in the "picture" in order for your goals / dreams to be realized. 

Click on the Title above to respond or comment on this blog.  Leaders ViewPointe is for leaders to exchange ideas, challenges and dialog about current leadership issues.  What current issues would you like Steven to address in the next few months?  Let us know at steveniwersen@kc.rr.com .

For more info on Walt, check out this article from Time Magazine.  It provides some great insight as to the value of his quote above.

More details into his life can be found on Wikipedia

For more on curiosity, check out Jim Canterucci's thoughts on the subject.

John Maxwell on Confidence.

Transitional Leadership: Helping Others Gain Confidence and Competence

It was an incredible day - sunny, just enough wind, and a 40' sail boat.  This was the first time my wife had been sailing.  And it was a big deal.  We were not sailing in a little lake in Kansas, this was San Diego and off the coast of Mexico. Why was this such a big deal?  She's not comfortable with deep water.  But this was her idea. I watched with delight throughout the day as she challenged her fear, transitioning from a tentative seated place in the stern to literally walking to the front of the boat and napping on the bow while we returned to Shelter Island in San Diego Bay.  Her comfort and confidence grew as the captain explained the features of the boat and proved his competence. 

This got me thinking about our role as leaders.  What can we do to help others gain self confidence in the deep waters of change and transition?  What do we need to understand about ourselves during times of transition?

Transitions.  An intriguing word.  The root is "transit."  It implies moving from one place to another.  Transition is the act of going from one point and arriving at a new point.

Sometimes transitions are the dramatic ending of an experience and the beginning of a new one.  At other times the transition is smooth and not at all a conclusion of something, but a quiet shifting of direction.

Whatever the means of your transitions, you are still the same person - same strengths, talents, hopes and fears.  Yes, there are times that the condition of the transition affects our lives and we are influenced by the cause of the change.  For example: a death, a move, a layoff, a divorce or a birth.  These do shape our perspective.  And yet, we are still the same.

If you step from a dock onto a boat, are you suddenly a different person?  No.  You can "transit" your life from a stationary, solid foundation to a new foundation that lifts and pitches according to the waves below.  You have not changed, but your physical experience has.  Your inner person, the core of who you are, did not stay on the dock.  You became fully engaged on the boat.  The transition does not change you.  However, the new experience brings a new point of reference and an opportunity to learn and grow.  That becomes the basis for a transition of mindset, beliefs and behaviors.

What happens on the boat?  Your behaviors change. You intuitively begin to adjust your balance according to the shifting of the physical environment.  On the dock, your body had no need to focus on keeping balance.  But on the boat, the circumstances are in constant change and your actions adjust to those changes.  If you remain rigid and make no adjustments to your personal position in relation to the on going changes, you will probably be tossed overboard.

Now, let's "transit" this understanding to our real world of leadership.  If we become rigid during times of transition, we're going to get tossed around.  However, if we begin to see change as an opportunity to learn new behaviors, the end result will be a greater comfort with new environments and the confidence to stretch a little more beyond our past "dock" experience.  The comfort and confidence we model during times of transition will become inspiration for those we lead - encouraging them to "transit" from the dock into new directions and understanding.  You and I will not be able to model that if we don't step off our own dock once in a while.

"I am always doing that which I can not do, in order that I may learn how to do it." - Picasso

Leaders ViewPointe:

1. Challenge my own apprehensions.
2. Help others overcome their apprehensions by informing them of the features and proving my own competence.
3. See change as a transition, not a conclusion.
4. Be willing to adjust to the circumstances and learn new behaviors.

Now it is your turn to step aboard.  What challenges are you seeing in your leadership environment?  What changes are you having to lead others through? 

Click on the "comments" link below, share with me and other leaders what is working as you lead others in times of transit.

(My wife can't wait to go sailing again!)

   

Getting Through The Giving Season

I once read of a woman who bought a hundred identical Christmas greeting cards during her frantic, last minute shopping.  Because of her haste, she did not take the time to read the contents of the cards, but instead signed and mailed all but one.  Many days later, she found the one remaining card on her desk and finally looked at the words she had sent.  She gasped while the card dropped to the floor.  She had sent this message:  “This card is just to say…a little gift is on the way.”

Getting through the giving season can be an extremely stressful task.  Yes, it is a wonderful time of year and the general attitude of good will and caring is a nice change of pace.  However, if we could tell the truth about giving, sometimes you can get tired of it.  I’ve heard people say, “I’m so tired of giving.  All I ever do is give.  Give, give, give.  It seems that is what everyone expects of me.  I’ve given so much, there just isn’t anymore to give!”

What are the causes of “Giving Exhaustion”?  Two, I know of specifically:

1. Unrealistic expectations that others place upon you.
2. Unrealistic expectations you have of your self.

When you live under the pressure of unrealistic expectations, you create an environment for distress!  Stress is a part of everyday life: but when magnified by those things we feel incapable of accomplishing we create distress.  The truth is we do the same thing to our employees.  The expectations that come with the Holiday season are not necessarily unrealistic, but when added to the current load of responsibilities your “Scrooge” begins to show.

How to Manage the Stress of the Holidays:

• Plan for Peaceful Time.

The schedule can get way out of hand.  Things to do, stuff to buy, projects to finish before the year is over, and too many people to see.  Make some time in your calendar for yourself.  Block an hour or two each week for a chance to catch your breath.  Plan to listen to your favorite music, take a walk – whatever replenishes your peace of mind.

• Prioritize the Expectations.

Take an inventory.  Focus on the holiday items that build character, family and community.  Give priority to the expectations that bring excellence to your relationships and lifestyle.  Make sure the workload truly reflects the most essential.  Then give yourself and your employee’s permission to celebrate the accomplishments of the year, as well as the giving season!

• Remember What Has Been Given.

Express to your team members how much you appreciate all the effort that they have given through out the year.  Acknowledge that their unique gifts and talents are what help you succeed.

Leaders ViewPointe:

Great leaders are givers!  They are generous people who give others support, opportunities to grow, room to learn from their mistakes and encouragement to advance.  Don't look at what you can get from others, look for what you can give.  Their response to your example will be priceless!

Self Leadership

Leadership is not simply the task and responsibility of leading other people or setting the course for a groups success.  It must also include the determination and responsibility of self leadership.  A leader that expends all their time in the pursuit of leading others, building a company or creating a vision for a better future; and yet, spends no time in examining their own personal well being, will discover too late how off course they truly have become.  Great leadership must start with personal decisions and disciplines that keep the leader authentic, approachable and adventurous.

Step for a few moments into the musty cabin of your thoughts.  There on the desk is a brown leather book, the corners crumpled and smudged with the frequent thumbing of the pages.  Open it respectfully and read the hand scribbled notes on the first page.  The thoughts of self leadership...

"I am the captain of my own ship.  No one else can command her.  I am the only one responsible for this vessel.  I am the one who determines her ports of call, when she sails, and where.

Destinations vary.  Some are familiar.  Some are uncharted waters.  And a few are beyond the horizon. I choose the direction.  And once a destination or direction is chosen, I am the one who chooses to stay the course or divert.

No one is allowed on board without my permission.  No cargo may be stored without my clearance.

The condition of my ship -- it's cleanliness, repair, appearance and readiness is a direct result of my attention.

Morale on board my ship is directly related to my disposition and choices.  My "inner" crew, (the officers: mind, attitude and heart) take their lead from me.  If I am of a foul mood and run aground in poor attitude, they begin to reflect that spirit.  However, if I am of good spirit (full sail and flags flying), they rally together for the greatest adventure - in spite of the odds or conditions.

I am the captain of my own ship.  I am in command or I am not.  And if I am not, than my ship is subject to all kinds of influences: impostors, scoundrels, negative men, winds of pessimism, torrents of undisciplined thoughts, breakers of unproven and impatient people, and unfit cargo pirated aboard.  All that which weighs a ship down.  A ship like that eventually sinks or is left tattered and weathered beyond recognition.

I am the captain of my own ship.  I set the course.  Today, I choose to set sail for new lands.  Welcome aboard!

Reflection: How Leaders See Reality

Reflection.  Intriguing word.  What is the implication? 

To reflect is to observe the “image” of reality.  A mountain lake reflects the image of the sky, mountains, and trees.  The moon reflects the light of the sun.  A mirror reflects the image of whatever is near.

Reflection, as a personal intellectual exercise, is to observe what is perceived as our reality.  It is looking closer and noticing, with intentional care, the truth of what exists in our life.

Intentional Leaders regularly take the time to reflect on what is near:

• their priorities and time management,
• the morale of the employees,
• the satisfaction of the customer,
• the financials,
• and even mistakes made along the way. 

This information gives them insight for better decision-making and for taking responsibility.

Poor leaders are more concerned with their “image” and spend little time in personal reflection exploring how their actions and interactions impact the eventual outcomes.  Taking time to reflect is perceived as a waste of time, because they couldn’t possibly need to improve; besides, all of the problems are really someone else’s fault.

Ineffective Reflection is looking only at the perceived image or our interpretation of the truth.  This leads to poor decisions; or worse yet, a false sense of contentment that leads to complacency. Effective Reflection allows us to consider the validity of perceptions (our own and others).  It allows us time to learn from the journey, the mistakes and the right actions.  And times of reflection give us a “ViewPointe” in which to look for new opportunities.

One point of caution: if we spend all of our time observing the reflection, we will miss the majesty of the real thing.  What a shame it would be to hike through the mountains to a glacial lake only to look at the reflection and never look up to see the mountain itself!

Take some time this week for some personal reflection.  Are you on the right path for developing others?  Are you on track with your career goals?  What's working and what needs to change?

Take some time this week for a "team-development" reflection.  Facilitate a discussion with those you lead and find out what they perceive.  The discussion could be very empowering and improve the overall focus.

Preparing The Future Is Better Than Planning For It

Great leaders prepare.  They can see the big picture while keeping focused on the essentials, even in the midst of chaos.  They help their businesses and organizations anticipate future trends, set backs and opportunities.  Great leaders pay attention to the current conditions as well as the strategic next steps.  Present execution and future preparation go hand in hand.

Even though great leaders are looking ahead, very few look beyond their leadership influence.  Most do not consider the strategy of succession until it is looming upon them.  It is wise for us to start considering key questions about future leadership as early as possible.  Leaders that give attention to this critical element of preparation have a different definition of success and exemplify a deeper commitment to those they serve.

Forty-five leaders from the United States, Canada, Australia and South Africa, gathered in Phoenix, Arizona just a few weeks ago.  This group represented the new leadership team preparing to take lead in their respect regions for the National Speakers Association.  I spent three days with this incredible group of men and women, experiencing a level of training that was outstanding.  Most of us had never met before; and yet within a few hours we had established a connection that will last a lifetime.  We merged different backgrounds, cultures, expertise, and personal history into a common experience.  The training helped us understand our history, gave us tools to manage the process, and inspired us to lead creatively. None of this was haphazard.  This meeting was intentional.

The leadership of the association understands the value of preparing future leaders.  They invest a substantial amount of their time and resources into succession.  They believe in it so deeply, the leaders conducting the training do so at their own expense!

 

Great leaders are prepared.  Succession planning must be met with successful preparation.

It is one thing to talk about whom you think will make a good leader in your business; it is a completely different thing to actually prepare them to be great leaders!  While you are balancing the current challenges and seizing new opportunities, make sure that you are intentionally equipping new leaders.

Leaders ViewPointe:

1. It is my responsibility as a leader to develop a plan of succession.
2. “Succession planning must be met with successful preparation.”  What are we doing to develop new leaders?
3. Key Elements for Preparing Leaders: History, Process, and Permission to Lead.
4. I need to ask: “What is my definition of success?  Is my commitment level evident to those I lead?  Am I willing to develop others, even at my own expense?”

I would love to hear what you are doing to prepare future leaders.  Please click on “Comments” below and submit your ideas for further dialogue with leaders around the world.

The Secret To Economic Growth - Make A Bigger Pie

Take just a moment and read the following insights written by a wonderful man by the name of Cavett Robert.  This was a note sent years ago to a client of mine.  It has a very special meaning to me today; and its message is still very relevant. 

Cavett titled this: Learning, A Journey, Not A Destination

I keep a cartoon on my office wall showing an ole half-wit farmer standing in the middle of his field with a rope in his hand.  As he scratches his head, looking like a tree full of owls, he can’t remember whether he has lost a cow or found a rope.

Unless we are constantly studying and learning in order to keep pace with changing times we shall soon be like that farmer.  We shall be wondering whether we have lost our economical directional compass or whether we have found ourselves in a new world of circumstances we do not understand.

Success is a journey – not a destination.  When we cease to grow we begin to die.  We cannot train ourselves, put it in a bottle and put it on a shelf.  What was right and plausible yesterday is questionable today and might even be wrong tomorrow.  We cannot operate today with yesterday’s methods and even be in business tomorrow.

-         Cavett

At the end of the note, he had written a personal greeting that said: "Hope all is great with you.”

That truly was the spirit and attitude of this great man.  The article was a true expression of his personal mission and authenticity.  He found simple ways to convey necessary truth, and challenged everyone to take responsibility to improve their lives.  And the personal note at the end revealed his most cherished desire, that things would be “great” for everyone he knew.

What makes this so special for me today?  Cavett Robert was one of the founding members of the National Speakers Association, and NSA has designated November 14, 2007 as the “Spirit of NSA Day.” (Click to see NSA President Marc LeBlanc announcement.)

Spirit of NSA day serves as a reminder to NSA members, encouraging them to:

·        Focus on giving back;

·        Provide genuine support to speaking colleagues; and

·        Take time to connect, help, mentor or refer business to other members without any expectation of reciprocation.

One of Cavett’s favorite ideas was to “make the pie bigger.”  He believed that instead of competing for business, i.e. fighting over a few small pieces of a pie, we should work together to make a bigger pie that would benefit more customers and increase business opportunities for all the members.  Instead of fighting for market share, we should share the market.  It all began with a handful of speakers in 1972. Today, more than 4,000 members of the NSA are experiencing the results of that business model.

Cavett Robert would be 100 years old today.  And I’m positive that if he could offer you a personal note of encouragement, he’d write:

Hope all is great with you!

Improving Your Personal Focus

Focus - the significance of which determines not only your perspective, but your final outcomes.  A telescope out of focus gives a blurred view of the intended sights.  The information is incomplete and the interpretations could lead to dangerous results or failed efforts.  Blurred vision prevents us from having clear objectives.

Often, the remedy for a blurred telescope view is a simple adjustment at our end of the scope. That simple move brings everything into focus; and then what is far off/distant is now closer and easier to define.

Two Questions To Ask Yourself:

1. What is my focus? 
2. Are there adjustments that need to be made?

Every "sighting" that becomes clear in the scope remains in focus only when two conditions exist: the object remains stationary and you are not in motion.  Therefore, a simple principle of success is evident; if your goal is in constant focus through the "telescope" of your plans - you are not moving toward your goal.  Each time you take a step forward the goal will be closer, but will become blurred.  This is not because you have failed to understand the goal or that the goal is unattainable.  It means that you must be prepared to make changes in your immediate situations in order to keep the focus clear.

We can not depend on the old settings of yesterday.  Our position and the conditions have changed.  We must intentionally adjust to stay in focus.

We must also understand that sometimes the goal moves.  If you have chosen to focus on something that is moving forward or subject to cultural or relational changes, it will be shifting not just in focus, but often out of your "sights".  They say it is hard to hit a moving target; it is more difficult to keep it in focus.

It is then imperative that your focus anticipate the goal's direction and that you continue to move toward it.

Application Steps: I need to...

• Identify my desired destination/goal.
• Evaluate any blurred vision.  Is it blurred because I'm moving forward or because I've failed to make some adjustments?
• Remember that blurred vision can be a sign of progress. What progress has occurred recently?
• Make some adjustments to stay focused.  What adjustment "at my end of things" can I make today?

Visit www.todayspointe.com audio series for ways to improve your personal focus.

Bosses Who Need Leadership CPR

I was in San Francisco last week, speaking at a leadership seminar.  The participants were middle managers, eager to wrestle through the challenges of leadership and hungry for new ideas on how to better work with their employees.  There was one thing I could not give them – better bosses.

In fact, that is what I hear everywhere I go:

• “My boss needs to attend this seminar.”
• “Our upper management doesn’t have a clue what they’re doing.  They are constantly undermining our efforts and we spend most of our time putting out the fires they start.”
• “My boss wants us to take initiative, but never supports us when we do.”
• “My boss thinks she’s a leader, but she’s not.”

Do you have a boss mentality or are you perceived as a thoughtful leader.  Most bosses think they are leaders, but they do not act like authentic leaders. The process in becoming a thoughtful leader is to start with a change of mind.  Change your mindset, and you will change your behavior.  Change your behavior, and you can change the minds of your employees. 

What should a boss start thinking about?  Exchanging a control mentality for a trust mindset.  The boss that thinks the only way to get the desired results is to control everything, will soon discover that seldom works.  In that environment trust is depleted and the lack of creative oxygen leaves employees lethargic or looking elsewhere for a place to breathe.  People want to work for leaders who know how to administer “Leadership C.P.R.” = Creativity, Permission, Release.

Jennifer Rich wrote a great article for Bosses Day in the Bradenton Herald on Tuesday, Oct 16, 2007:

Are bosses the beacons of leadership they should be?

Many bosses follow the bad patterns they have seen from their bosses in the past, said Richard Hadden. "They don't think its effective (management) but they don't know what else to do," Hadden said. "They want to exert control but control is less effective than influence."

Allan Cox, who has recently written "Your Inner CEO: Unleash the Executive Within," has found that successful CEOs have three important characteristics - they are authentic, candid and can be trusted.

"What really matters in this day and age is a CEO who is truly collaborative," Cox said. [People] don't want to have orders barked at them. Instead they want to feel as if they are working as part of a team.

It seems these days we are long on managers and short on leaders, people who can truly inspire and create an impression on those they lead.

"People don't need a boss as much as a leader," Hadden said. "The job of a leader is to be clear and let employees be creative. You have been appointed, not anointed."

You can read the whole article at http://www.bradenton.com/business/story/172739.html

I contend that people don’t want a boss, they want a leader who will give direction  according to the mission of the organization and invite them into the process of successful accomplishment.  That is possible when the leader is trustworthy and trusts others to have worthy contributions. 

Allan Cox gives us a practical challenge on this matter: 

Today’s model isn’t the leader who makes things happen, but the one who lets them happen. Leaders who inspire us are those who shed their attachments to old habits and outworn “convictions.” Such attachments include shallow slogans, biases, blaming others, complaints of circumstance, chasing fads, denying failure, faith in consensus, fake roles, false goals, over-reliance on strategic planning and the pretense of vision as clairvoyance.

Today’s leader courageously releases his most addictive attachment: the illusion of control.   http://yourinnerceo.blogspot.com/ 

I concur.  Leadership multiplies in momentum when we think correctly and act accordingly. The actions of intentional leaders will be measured by their:

• encouraging other’s Creativity in the process,
• giving Permission to take responsibility, and
• Release of control.